Beauty (Re)discovers the Male Body by Susan Bordo Essay

Beauty (Re)discovers the Male Body by Susan Bordo - Essay Example Technology has played a vital role in the evolution of advertisements, and television, radio, print media, LED screens etc are the most readily and widely accepted sources of advertisements. The studies conducted on consumer behavioral psychology have given marketers a boost in tackling their consumers. Basic human needs and desires can be a very effective accelerator for marketing since they grab attention more easily. The primary trends in advertisements that Bordo talks about in â€Å"Beauty (Re)discovers the male body† are of clothing and fashion. These two goods have found their most successful marketing approach which is to tell the consumer what is beautiful and what is not. The advertisements of these two products have primarily changed the perception of beauty and that can be observed in the recent years. The concept of masculinity has shifted in the recent years. Once the Marlboro described masculinity as tough, rough and calm in its advertisements, now masculinity i s more associated with the white collar look. The role of genders in advertisemnts has changed in a peculiar sense. The essence has been the same. The portrayal of men and women has been for the same purpose but it has changed its mode and approach. The aim has been to provide the consumer with a unique identity and for that the consumer can be convinced of what identity he/she wants. Self image has become increasingly important over the last two decades and this self image is primarily related to the appeal their appearances produce to other people. The desire to look like someone else and the desire to have someone else is in essence the reason for the war of the sexes. The video commercial of Calvin Klein underwear X can be an ideal depiction of objectification of men. The commercial stars four male models with seemingly perfect bodies; three of them white and one black. The commercial is in black and white and the models seem to be oiled up. Each guy addresses the viewers indivi dually in his underwear. Almost all the underwear that they are wearing highlights the outline of their penises. The commercial starts with one model calling the viewers. After the first model makes his statement, the camera shifts to the next model and after he makes his statement the camera shifts to the third models and this is how the advertisement continues showing all four models addressing the viewers in a cycle. All four male models are extremely confident and blunt. They convey confidence, through an image they portray, that anyone can succumb to their sexual appeal. The models have stiff but not exactly Schwarzenegger bodies. For convenience in visualizing the advertisement, the advertisement can be broken down into parts. In the first part of the commercial each model asks the viewers if they want to see his penis. Though the word â€Å"penis† itself is censored, the audience, as is evidently intended by the advertisement’s producers, can well make it out. I n the second part the models assert that the viewers want to see their penises. They are shown to be so good at reading the minds of people from their experience that they know for sure that the viewers want to see their penises. One of the models asks the viewers to look at his face not at his crotch. In the second part of the commercial one of the models makes a bargain for showing his penis. His statement sounds like â€Å"

Use an example of your choice to discuss how corporate restructuring Essay

Use an example of your choice to discuss how corporate restructuring transformed market, productive and financial performance - Essay Example At such a point, the effectiveness of a company’s old structure (original structure) has reduced to an extent of not being able to cater for the output and the larger interests (which includes the future interests) of the company. Corporate restructuring is where a company restructures or changes one or several of its aspects. It has been defined as changes in ownership, changes in assets or even alliances in a bid to improve and increase the shareholders wealth, meet consumer demands among others (Aden, 2014). The restructuring may be in form of divisions and departments combinations, production focus laying back, asset restructuring, employee scale back among others (Arocena, Blasquez and Grifell, 2011). This work shall analyse on how corporate restructuring transformed the market, the productive and the financial performance of a named company. The named company (case study) shall be Caterpillar, a public limited company which survived a harsh economic climate, thanks to corporate restructuring. In the first part of the work, the company shall be introduced and its main competitors analysed. The market it operates on currently and on which it operated on in the early 80’s shall also be discussed. Thereafter, there shall be a discussion on how Caterpillar embraced and applied corporate restructuring and analysis on how successful this was. The main aims of restructuring include creating a decentralised approach, increasing the level of responsiveness and expanding the customer focus for matured markets. There are many businesses that have adopted corporate restructuring in order to maximize their profits and their chances of survival. Caterpillar, a public limited company is one such company that has a successful experience with the adoption of corporate restructuring (Vartan, 1987). It specialises in three operational segments which are power systems, construction

Nora And Torvalds Relationship English Literature Essay

Nora And Torvalds Relationship English Literature Essay A Dolls House is a play written by the dramatist Henrik Ibsen in three acts. Throughout the play, his effective use of minor characters such as Dr. Rank, his illness, death and relationship with the main protagonist, Nora Helmer serves a symbolic purpose towards Nora and her husbands relationship. The play is set in the 19th century which makes it out to be controversial and critical of the marriage norms of the time due to the way Ibsen portrays certain characters values and morals. Ibsen critiques the cultural norms through the play and its characters by asking more questions than answering them. As A Dolls House progresses, problems associated with obligations, values and gender roles which took place in a typical upper-middle class society of the time arise. At a first glance, Torvalds best friend, Dr. Rank comes across as one of the minor characters in the play who shows to be unconcerned with what others think of him. What shows significance in Dr. Ranks character is when he is noted for his calm and stoic acceptance towards his ill-fate, of how he is incurably diseased and is dying. This characteristic of Dr. Rank also shows to be in contrast to most of the other characters in the play such as Nora and Trovald. He also is portrayed as honest and sincere. Dr. Rank comes across as an extraneous character in as he does not further into the plot as much as Nil Krogstad and Mrs. Linde. However, he may be portrayed as a symbolic figure for many messages that Ibsen wished to illustrate throughout A Dolls House regarding the social and cultural expectations of the 19th century. Firstly, Ranks character may symbolize moral corruption within society. On the other hand, because of the many sincere and humble aspects of his character, that view upon him is highly debatable. Furthermore, although Ibsens use of Rank does not meddle with the main conflict or climax, this minor character plays a role which is also symbolic towards Nora and Torvalds marriage, which is the main aspect and focus of A Dolls House. Moreover, Ibsens use of the name Rank may be a clever technique which creates irony as his name creates contradiction towards the way his character is shown in the play as none of the other characters consider him of high thought. Dr. Ranks presence in the play also creates a contrast between the way Trovald and himself treat Nora through the way he acts towards her. Dr. Rank first appears during Nora and Mrs. Lindes conversation and there is an obvious contrast between the way he treats Nora and the way Torvald treats Nora. Ranks treatment of Nora is that of an adult, whilst Torvalds is of a child. Further into the play, it can be seen how Nora feels comfortable in Ranks presence and shares insight on personal details about herself that she would think twice before sharing with Torvald. At one point in the play, she admits to Dr. Rank: Torvald is very like being with papa. (196), which shows how Nora is completely herself around Ranks company-and how Rank treats her with dignity, something that lacks in Torvalds treatment of her. This quote also contributes to the theme of honour as she does not wish to further dishonour Torvald any more than she already has, as honour is of overwhelming importance to Torvald and it is what motivates his behaviour towards Nora in the first place. Therefore, Nora does not feel comfortable enough to share the same thoughts with her husband that she is able to share with Rank. Nora also states at one point, In the early days [Torvald] used to get quite jealous if I even mentioned people Id like back at home, so of course I gave it up. But I often talk to Dr. Rank, because, you see, he likes to hear about them (184) this shows how Dr. Rank and Noras very friendly relationship with one another also allows further understanding of Nora and Torvalds marriage as it shows the distance that lies between them. Rank is also able to help Nora in understanding her self-worth, which contributes to the theme of growth and development of her as a character as he indirectly influences her future decisions on whether or not being with Torvald is the right decision to make albeit the social pressures and expectations of society she is a part of at the time. Another significant aspect of Ranks character is he is important in revealing things about other characters as the story progresses. At one point in the play, he tells Nora, Helmers too sensitive to be able to face anything ugly-I wont have him in my sick-room (191). This shows how Rank does not trust Torvald to be there, but he trusts Nora. This also shows how Rank is well aware of how Torvald reacts to certain unfortunate situations, and it shows a paradoxical shift in the role that Nora had been portrayed in with how Torvald is being portrayed at this point in the play, because Torvald is the one who is being portrayed as a child-like character. Statements like this made by Rank about Torvald also shows how Torvald may have been the sheltered one in his marriage from Nora, which contributes to the theme of deception. Dr. Ranks progressive illness may also plays of a symbolic purpose to interpret Nora and Torvalds relationship as ceasing. At the same time, Nora faces conflict with herself and in her marriage with Torvald as she is restricted from being herself. Rank tells Nora, I shall send you my card with a black cross on it and then youll know that my disgusting end has begun, (191) which shows foreshadowing towards not only the end of Dr. Ranks life, but also towards the end of Nora and Torvalds marriage. Although Dr. Rank may be portrayed as a minor character in A Dolls House, his role as his character is crucial in terms of understanding the plot. This is because the functions that Dr. Rank performs as a character allows the play to progress and develop whilst including connections with him and other factors which allow the readers a fair view on the personalities of the characters, specifically Nora and Torvald. The most significant function of Dr. Rank in the play is when he influences Nora to evolve and grow by breaking down the pressures of society that Nora is conflicted against-this is linked to one of the main themes of A Dolls House, which is growth. Dr. Rank is not only a symbolic figure for Nora and Torvalds ceasing relationship, but his illness also symbolises the corruption of society. Towards the end of the play, when he sends the letter to Nora and Torvald, it is received at the same time as Krogstads letter. This is a clever technique used by Ibsen as it shows a connection between Dr. Ranks death and Noras ceasing relationship with Torvald, because right after the letters from Dr. Rank have been read, she lets Torvald read the letter from Krogstad which foreshadows the end of their marriage. This wraps up the entire play well as Dr. Ranks death is not only symbolic for the deterioration of society, but Ibsen uses him as a strong symbolic representation for the death of Nora and Torvalds marriage. PART 1 WRITTEN ASSIGNMENT LANGUAGE A-LITERATURE HL A: Fulfilling the requirements of the reflective statement. To what extent does the student show how their understanding of cultural and contextual elements was developed through the interactive oral? NOTE: The word limit for the reflective statement is 300-400 words. If the word limit is exceeded, 1 mark will be deducted. B: Knowledge and understanding How effectively has the student used the topic and the essay to show knowledge and understanding of the chosen work? C: Appreciation of the writers choices- To what extent does the student appreciate how the writers choices of language, structure, technique and style shape meaning? D: Organization and development How effectively have the ideas been organized, and how well are the references to the works integrated into the development of the ideas? NOTE: The word limit for the essay 1200-1500 words. If the word limit is exceeded, 2 marks will be deducted. E: Language How clear, varied and accurate is the language? How appropriate is the choice of register, style and terminology? (Register refers, in this context, to the students use of elements such as vocabulary, tone, sentence structure and terminology appropriate to the task). 0 The work does not reach a standard described by the descriptors below. 0 The work does not reach a standard described by the descriptors below. 0 The work does not reach a standard described by the descriptors below. 0 The work does not reach a standard described by the descriptors below. 0 The work does not reach a standard described by the descriptors below. 1 Reflection on the interactive oral shows superficial development of the students understanding of cultural and contextual elements. 1-2 The essay shows some knowledge but little understanding of the work used for the assignment 1-2 There is some mention, but little appreciation, of the ways in which language, structure, technique and style shape meaning. 1 There is some attempt to organize ideas, but little use of examples from the works used. 1 Language is rarely clear and appropriate; there are many errors in grammar, vocabulary and sentence construction, and little sense of register and style. 2 Reflection on the interactive oral shows some development of the students understanding of cultural and contextual elements. 3-4 The essay shows knowledge and understanding of, and some insight into, the work used for the assignment. 3-4 There is adequate appreciation of the ways in which language, structure, technique and style shape meaning. 2 Ideas are superficially organized and developed, with some integrated examples from the works used. 2 Language is sometimes clear and carefully chosen; grammar construction is fairly accurate, although errors and inconsistencies are apparent; the register and style are to some extent appropriate to the task. 3 Reflection on the interactive oral shows development of the students understanding of cultural and contextual elements. 5-6 The essay shows detailed knowledge and understanding of, and perceptive insight into, the work used for the assignment. 5-6 There is excellent appreciation of the ways in which language, structure, technique and style shape meaning. 3 Ideas are adequately organized and developed, with appropriately integrated examples from the works used. 3 Language is clear and carefully chosen, with an adequate degree of accuracy in grammar, vocabulary and sentence construction despite some lapses; register and style are mostly appropriate to the task. 4 Ideas are effectively organized and developed, with well-integrated examples from the works used. 4 Language is clear and carefully chosen, with a good degree of accuracy in grammar, vocabulary and sentence construction; register and style are consistently appropriate to the task. 5 Ideas are persuasively organized and developed, with effectively integrated examples from the works used. 5 Language is very clear, effective, carefully chosen and precise, with a high degree of accuracy in grammar, vocabulary and sentence construction; register and style are effective and appropriate to the task.

Nuestra Familia Essay -- Violence

A gang is an organized group with a recognized leader whose activities are either criminal or, at the very least, threatening to the community. (Walker, 2011) Throughout history there have been some infamous gangs that have gotten media attention and others that have gone under the radar. One of the more underground gang structures are prison gangs. The Nuestra Familia may not be in the news as much anymore compared to other gangs, but they are nothing to be taken lightly. Prison gangs have been around since the late 20th century and only seem to be getting stronger if nothing is going to be done to prevent them. Gangs in prison have members in and out of prison. One of the more popular gangs that has been gaining steam recently is the mainly Hispanic gang La Nuestra Familia. The purpose of this paper is to write about the history of the NF, the structure in which it operates, and some good preventative tactics that could prevent prison gangs from becoming stronger. Nuestra Familia (NF, Spanish for Our Family) was created in the late 1960’s at the Soledad Correction Training Facility in California. (NF 2011) Nuestra Familia was created because some of the Spanish inmates had gotten tired of the abuse handed out by the Mexican Mafia to fellow Mexicans. (Nuestra Family (2011)) Nuestra Familia was created as protection from the Mexican Mafia for young Mexican-American from rural areas. The first members of Nuestra Familia were strictly from Northern or Central California. (NF 2011) The all-out prison war between the Mexican Mafia and Nuestra Familia occurred in 1968 when Sonny Pena was stabbed to death by a member of the Mexican Mafia at San Quentin state prison. The recruitment for the two gangs split California in two. ... ...reventionservices.org/nf.asp Nuestra familia . (2001, March 15). Retrieved from http://www.gangs187.com/lanuestrafamilia.html Geniella, M. Us ca: inside pelican bay. (2009, February 05). Retrieved from http://www.mapinc.org/drugnews/v01/n707/a04.html Morales, G. (2007). Nuestra Familia. Retrieved from http://www.gangpreventionservices.org/nf.asp Nuestra Familia. (2005). Retrieved from http://prisonoffenders.com/nuestra_familia.html Nuestra Familia. (2011). The History Channel website. Retrieved 2:17, December 4, 2011, from http://www.history.com/shows/gangland/articles/nuestra-familia. The History Channel. (Producer) (2008). Blood in, blood out [Television series episode]. In Gangland. New York: History. Retrieved from Reynolds, J. (2008, July 1). Nuestra familia: Our family. Retrieved from http://www.nuestrafamiliaourfamily.com/pages/glossary.html

Aim of My Life Essay

Man is born in this world to perform some noble deeds. He should have a noble aim in his life. He should sincerely try after it. This will lead him to success and he will be able to fulfill his aim. The aim of my life The aim of my life is to save the people from their physical ailments. Hence, I wish to be a doctor. My merits for my aim in life A man should consider his merits and demerits before he settles the aim of his life. I have considered both of the sides. The following points run in favor of my purpose. I have been doing quite well in Science and Mathematics. I like to attend on the patients. I like to nurse the sick persons. My father has enough money to put in a medical college. Hence, it will not be difficult for me strive after my noble aim. My work after I become a doctor After I become a doctor, I shall open a clinic in my village I shall visit the patients. I shall charge very small fee for visit because I do not like to be rich. I want only to maintain my family. I shall sell good medicines to the sick people. I shall charge them possible low price for the medicines. I shall work hard. I shall take pride in saving lives from death and disease. I shall name and fame as a good doctor. I shall earn name and fame as an honest doctor. Conclusion The aim of my life is certainly noble. With it I may not be rich. But I shall get the blessing of God

360 Degree Feedback

Abstract As today’s businesses continue to expand, workers are expected to perform well on their jobs. This is what truly happened to management who has a tendency to measure how well they are doing on their job. The job done in a certain period of time is frequently evaluated by performance appraisal. Performance appraisals lead to enhancing employee’s performance, internal communication (relationship), and quality improvements as well. Some experts argue that formal performance appraisal is somewhat useless and many of them contemplate performance appraisals can be detrimental to quality improvement and convey some negative perceptions to the management (David Law, 2007). Albeit many professionals pointed out disadvantages associated with using performance appraisal, I contemplate that its benefits outweigh drawbacks. As such, a 360-degree feedback is one of the numerous examples of performance evaluation methods. Performance appraisals can be used to measure one’s job performance with feedback from subordinates, peers, and managers in the organization, so that everyone in the particular organization knows what and where he or she needs to improve. In addition, well-scheduled 360-degree feedbacks lead to positive changes in worker’s job satisfaction and enhance the company’s effort to attain its own interest. The stable encouragement of the effects of performance appraisal has a variety of short-term and long-term consequences including improved job performance, harmonious interpersonal relationships (superiors and subordinates), and as well as advanced quality management (continuous improvement) within organizations. History The 360-degree feedback was initially used by the U. S. Armed Forces to support development of its staff in the 1940’s. Later on Clark Wilson from the University of Bridgeport (Connecticut) developed the first 360-degree feedback survey instruments for management development and it has been used and studied since 1973 (www. erformanceprograms. com). Valuable factors A 360-degree feedback offers a variety of remarkably potential benefits. According to Stephane Brutus et al. (2006), all of the following benefits have been applied to six different countries in distinct functions, such as: accounting, finance, manufacturing, and many other primary departments. â⠂¬ ¢Individuals get a broader perspective of how they are perceived by others than previously possible. It indicates that awareness of and relevance of competencies in workers’ psyche will continue to increase over time. At this point, management should be aware that they too have development needs that are crucial for the whole organization. Once this step has been applied, employees would next give more reliable feedback to managers about their performance. I believe this method could be seen as a win-win situation which is beneficial for both workers and management. †¢Encouraging more open feedback — new insights. It indicates that reinforcing the desired competencies of the business requires a clearer picture to senior management of individual’s real worth. A 360-degree feedback clarifies the employee’s critical performance aspects because open feedback gives people a more rounded view of performance than they had previously. †¢Identifying key development areas for the individual, a department and the organization as a whole. Individuals’ strengths can be used to the best advantage of the business. A rounded view of the individual’s/ team’s/ organization’s performance determines appropriately strengths and weaknesses in business environment. Therefore, the self-awareness of managers will have personally impact upon subordinates. †¢Supporting a climate of continuous improvement. Starting to improve the climate/ morale will be measured through the survey. Management should focus on agenda and discuss for development based upon the collected 360-degree feedback. Goals and objectives of 360-degree feedback Applying 360-feedback requires that both recipients and reviewers are involved in confidential feedback. The negative effect of transparent feedback can negatively affected by emotions and peer conflicts. This issue can lead to impaired job performance and adverse interpersonal relationship among the employees. Patricia Angelucci (2000) states the desired objectives of a 360-degree feedback are increasing professional accountability, motivating staff, and increasing employee morale and satisfaction (Angelucci, 2000). Importantly, she claims that 360-degree appraisal given to employees provides for constructive feedback and employee recognition by objectively measuring performance, and gives the employee the responsibility to contribute information (Patricia Angelucci, 2000). It is clear that using 360-degree feedback can necessarily improve labors’ job performance as long the evaluations are delivered honestly, openly, and objectively to the targets in every aspect of management including superiors and subordinates. Process of 360-feedback Robert Garbett et al. (2007) suggest several recommendations to optimize the usefulness of the process in preparing 360-degree feedback: 1. Thorough preparation. It is remarkably crucial to all members involved about the purpose and criteria used to identify role set members. Preparation indicates key to achieve successfulness in implementing 360-degree appraisal. 2. Suitability. Methods used in gathering information need to reflect what is convenient and appropriate to the colleagues one is working with. 3. Anonymity. Anonymity and openness were found to be useful. Open approaches offer more detailed information for the development of expertise and workforce effectiveness. Further, Garbett et al. (2007) add that the characteristic useful to ensure quality on 360-degree feedbacks is self-assessment based on critical reflection using an evidence-based framework of field expertise (Garbett, 2007). This method will prevent employees from mistakenly giving feedback to coworkers, and it should be based on observation of practice and experience in the past. The implementation of 360-degree feedback has been widely used across the globe since its benefits to the every sector of management. Metcalfe (1998) and Swain et al (2004) says, â€Å"The concept of 360-degree feedback has been extensively used, examined, and adapted in business and increasingly in healthcare as a developmental tool† (As cited in Garbett et al. , 2007, p. 343). Ten steps to conducting 360-degree feedback Chris Pearce (2007) suggests there are ten steps to help companies conduct 360-degree appraisal: ? Preparing for appraisal interviews. This step includes agreed performance objectives and reviews that have been applied at any given times. ?Planning appraisals Imperative interviews held by the management have to be relaxed and solemn will be covered on this step. ?Conducting appraisals The third step involves placing situation of the prolific substitutes thoughts, demonstrating the ability of comfort and prevention due to interruptions during the interview, and pioneering the basic regulation for appraisals and the concerns by appraisees. Reviewing achievements Next, this step explains about assessing appraisees’ accomplishment and detecting where the appraisees’ position. ?Sharing views on progress Offering responses on appraisees’ accomplishment, ensuring appraisees’ aggrement on the responses, and creating the improvement if needed are covered on this st ep. ?Considering ratings This step is concerned with contributing the appraisees’ beliefs by rating the conclusions before the last result comes up. ?Plans for improvement Expanding and accentuating the further progression of the failings must be applied in the conformity and conversation should be involved in this step. ?Dealing with development plans This step deals with sincerity and factuality that must be concerned with the appraisees’ objectives and profession ambition. ?Agreeing new objectives With regards to SMART which stands for specific, measurable, appropriate, realistic, and timed, appraisses’ goals and time spent should be involved in this step. Asking for feedback In the last step, questioning about appraisees’ responses to them, abridging the essential points of evaluation, and ending with conclusion should be applied for the last action. Discussion Every country has been fascinated with Japanese industry for decades and it became recognized as the world’s most competitive nation in the 1970s and 1980s. Nowadays, many small and big companies all over the world attempt to apply the Japanese system to their sys tem in every aspect of management. Several experts explain why Japan can compete well to attract its target market albeit the rivalry among the competing sellers is high in the country. It is simply a distinctive approach to Japanese management has brought remarkable impact in today’s practices such as total quality and continuous improvement (Porter, Takeuchi, & Sakakibara, 2000). With regards to improvement initiatives, Pryor, White, and Toombs (1998) point out that performance appraisal is one of the strategic quality management tools which use continuous improvement as a strategic weapon (http://www. 12manage. com). In addition, Bracken and Timmreck (1999) also agree that performance evaluations are essential for developing managerial behaviors in every level that provide data in its strategic efforts when they say, â€Å"As results of 360-degree feedback are used in conjunction with HR systems, such as staffing, succession planning, compensation, performance management and even, in some cases, downsizing† (As cited in Treena L. Gillespie, 2005, p. 363). In establishing 360-degree feedback, I contemplate there is another aspect affects people’s judgment relating to leaving feedbacks to coworkers. Coaching is one of the critical components of stimulating interpersonal relationship in conjunction with feedback results. Wright states, â€Å"The coaching component in management is a two way street. There needs to be open communication in order for successful coaching to take place† (Robert F. Wright, 2000). As such, I would like to emphasize that two-way interaction between subordinates and superiors is required in order to affect feedbacks and indeed, better feedbacks will generate better relationship. This component could cover poor communication problem which can lead to unpleasant feedbacks to employees within an organization. Nowadays, big companies such as British Airways, AT&T, Alberto Culver North America, and General Electric are increasingly using 360-degree feedback (Huet-Cox, Nielsen, & Sundstrom, 1999). According to Evans (2001), using 360-degree feedback can potentially provide a fuller, more realistic picture of the employee’s overall performance since every employee receives performance feedback from four sources: the supervisors, subordinates, peers and coworkers, and self-ratings (Evans, 2001). Effective appraisals usually lead to better performances from appraisees, and feedabcks should be jointly solving problems as long appraisees always focus on the future not the past. Several characteristics of 360-degree feedback at firms may have considerable advantages of implementing TQM, and â€Å"One survey showed that more than 20 percent of firms are tying 360-degree appraisal directly to their Total Quality Management efforts† (Laabs, 1994, p. 17). Applying the 360-degree feedback compliments the implementation of TQM in businesses since it has faster communication line (superiors to subordinates) and uncomplicated system that meets customer needs and expectations. Glover (1993) argues that there is a five-stage implementation framework that could be applied in enterprises: awareness, education, structural change, necessary activities, and outcomes or expected improvements (as cited in Yusof & Aspinwall, 2000, p. 281). Appropriate design of the 360-degree feedback will absolutely provide a strong basis for the path to successful TQM implementation. A systematic procedure such as ISO 9000 is the first-most effective way that can solve the quality problems in many businesses. Take for instance, the 360-degree feedback is used to measure the effectiveness of Just In Time (JIT) inventory system in plant department within company. Consequently, an integrated JIT inventory model generated through 360-degree system can minimize the sum of the ordering/ setup cost, holding cost, quality improvement, and crashing costs (Yang & Pan, 2004). Once those procedures have been established, the next step is to plan for improvement. If the need for change is highly needed, some methods suggested by Asher (1992) could encourage the renovation process of the implementation: investigating cost of quality, conducting customer perception surveys, collecting data on employees’ perceptions, and establishing system and procedure (as cited in Yusof & Aspinwall, 2000, p. 289). This type of approach in context of management will escalate the job performance as it will result in improved productivity in workers. I agree with Wright’s (2000) standpoint saying that 360-degree feedback can be seen as result-oriented concerned with focusing on the goals rather than the process (Robert F. Wright, 2000). More importantly, such a evaluation should lead the employees to work together attaining the company’s goals, as Wright (2000) says, â€Å"It is critical for a good manager to be more concerned with the results and less with the process of how those are achieved† (Robert F. Wright, 2000, p. 363). As long as the process is performed well, managers should be more concerned about the results not necessarily the technique. With regards to labors’ skills, through evaluations management should encourage its workers give feedback about what needs to change and where to change, as Loup and Koller says,† Listening and speaking from the heart about what people think, feel, and believe about the change will keep the change process moving forward† (Loup & Koller, 2005, p. 77). As we can conclude, utilizing well-scheduled 360-degree feedbacks as a performance appraisal is the management’s responsibilities for introducing, applying, and maintaining the practice punctually once it has started. Some companies consider a 360-degree feedback and other appraisals are attributable to adverse quality, and ironically the process in implementing those techniques seem to be time-consuming and convey some negative perceptions to the management. Management should contemplate that the company’s goals will not be successfully attained if employees do not notice whether or not they are performing well on their job as Senge (1990) concludes that yet the primary threats to our survival today come not from events but from slow gradual processes to which we are 90 percent blind (Peter M. Senge, 1990). In conclusion, all the suggestions by experts above regarding quality improvements mostly explain the importance of the 360-degree feedback within companies. Therefore, 360-degree assessment can assist the management on track and measure employee’s performance and leadership which could contribute to overall organization performance (Marcie Levine, 2003). Finally, if the 360-degree appraisal is not applied soon, I believe companies will experience a problem which can be looming ahead for the company itself in the years to come. References Angelucci, Patricia. 2000). Cultural diversity: health belief systems. Nursing Management Journal, 7-8. Brutus, Stephane et al. (2006). Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360- degree feedback. International Journal of Human Resource Management, 1888-1906. Evans, A. (2001). From every angle. Training, 38 (9), 22. Garbett, Robert. (2007). Developing a qualitative approach t o 360-degree feedback to aid understanding and development of clinical expertise. Journal of Nursing Management, 342-347. Gillespie, Treena L. (2005). Internationalizing 360-degree feedback: are subordinate ratings comparable? Journal of Business and Psychology, 361-382. hands of people to effect change. Organizational Development Journal, 23(3), 73-81. Huet-Cox, G. D. , Nielsen T. M. , & Sundstrom, E. (1999, May). Get the most from 360-degree feedback: put it on the internet. HR Magazine, 92-103. Laabs, J. J. (1994). TQM Efforts to Rewards. Personnel Journal, 17. Law, David R. (2007). Appraising performance appraisals: a critical look at an external control management technique. International Journal of Reality Therapy, 35-47. Levine, Marcie. (2003). 3600 assessments-where do I start? Survey Connect Inc, 1-4. Loup, R. , & Koller, R. (2005). The road to commitment: Capturing the head, hearts and Pearce, Chris. (2007). Ten steps to conducting appraisals. Nursing Management Journal, 21. Porter, Michael E. , Takeuchi, Hirotaka & Sakakibara, Mariko. (2000). Can Japan compete? Cambridge: Perseus Publishing. Pryor, Mildred G. , White, J. Chris & Toombs, Leslie A. (1998). Strategic Quality Management. Thomson Learning. Senge, Peter M. (1990). The fifth discipline: The art & practice of the learning organization (1st ed. . New York: Doubleday. Wright, Robert F. (2000). Strategies for avoiding the micro management trap. Journal of Management Decision, 362-364. Yang, Jin-Shan, & Pan, Jason Chao-Hsien. (2004). Just-in-time purchasing: an integrated inventory model involving deterministic variable lead time and quality improvement investment. International Journal of Production Research, 853-863. Yusof, Sha’ri M ohd & Aspinwall, Elaine. (2000). Total quality management implementation frameworks: comparison and review. Journal of Total Quality Management, 281-294. www. 12manage. com www. performanceprograms. com 360 Degree Feedback Abstract As today’s businesses continue to expand, workers are expected to perform well on their jobs. This is what truly happened to management who has a tendency to measure how well they are doing on their job. The job done in a certain period of time is frequently evaluated by performance appraisal. Performance appraisals lead to enhancing employee’s performance, internal communication (relationship), and quality improvements as well. Some experts argue that formal performance appraisal is somewhat useless and many of them contemplate performance appraisals can be detrimental to quality improvement and convey some negative perceptions to the management (David Law, 2007). Albeit many professionals pointed out disadvantages associated with using performance appraisal, I contemplate that its benefits outweigh drawbacks. As such, a 360-degree feedback is one of the numerous examples of performance evaluation methods. Performance appraisals can be used to measure one’s job performance with feedback from subordinates, peers, and managers in the organization, so that everyone in the particular organization knows what and where he or she needs to improve. In addition, well-scheduled 360-degree feedbacks lead to positive changes in worker’s job satisfaction and enhance the company’s effort to attain its own interest. The stable encouragement of the effects of performance appraisal has a variety of short-term and long-term consequences including improved job performance, harmonious interpersonal relationships (superiors and subordinates), and as well as advanced quality management (continuous improvement) within organizations. History The 360-degree feedback was initially used by the U. S. Armed Forces to support development of its staff in the 1940’s. Later on Clark Wilson from the University of Bridgeport (Connecticut) developed the first 360-degree feedback survey instruments for management development and it has been used and studied since 1973 (www. erformanceprograms. com). Valuable factors A 360-degree feedback offers a variety of remarkably potential benefits. According to Stephane Brutus et al. (2006), all of the following benefits have been applied to six different countries in distinct functions, such as: accounting, finance, manufacturing, and many other primary departments. â⠂¬ ¢Individuals get a broader perspective of how they are perceived by others than previously possible. It indicates that awareness of and relevance of competencies in workers’ psyche will continue to increase over time. At this point, management should be aware that they too have development needs that are crucial for the whole organization. Once this step has been applied, employees would next give more reliable feedback to managers about their performance. I believe this method could be seen as a win-win situation which is beneficial for both workers and management. †¢Encouraging more open feedback — new insights. It indicates that reinforcing the desired competencies of the business requires a clearer picture to senior management of individual’s real worth. A 360-degree feedback clarifies the employee’s critical performance aspects because open feedback gives people a more rounded view of performance than they had previously. †¢Identifying key development areas for the individual, a department and the organization as a whole. Individuals’ strengths can be used to the best advantage of the business. A rounded view of the individual’s/ team’s/ organization’s performance determines appropriately strengths and weaknesses in business environment. Therefore, the self-awareness of managers will have personally impact upon subordinates. †¢Supporting a climate of continuous improvement. Starting to improve the climate/ morale will be measured through the survey. Management should focus on agenda and discuss for development based upon the collected 360-degree feedback. Goals and objectives of 360-degree feedback Applying 360-feedback requires that both recipients and reviewers are involved in confidential feedback. The negative effect of transparent feedback can negatively affected by emotions and peer conflicts. This issue can lead to impaired job performance and adverse interpersonal relationship among the employees. Patricia Angelucci (2000) states the desired objectives of a 360-degree feedback are increasing professional accountability, motivating staff, and increasing employee morale and satisfaction (Angelucci, 2000). Importantly, she claims that 360-degree appraisal given to employees provides for constructive feedback and employee recognition by objectively measuring performance, and gives the employee the responsibility to contribute information (Patricia Angelucci, 2000). It is clear that using 360-degree feedback can necessarily improve labors’ job performance as long the evaluations are delivered honestly, openly, and objectively to the targets in every aspect of management including superiors and subordinates. Process of 360-feedback Robert Garbett et al. (2007) suggest several recommendations to optimize the usefulness of the process in preparing 360-degree feedback: 1. Thorough preparation. It is remarkably crucial to all members involved about the purpose and criteria used to identify role set members. Preparation indicates key to achieve successfulness in implementing 360-degree appraisal. 2. Suitability. Methods used in gathering information need to reflect what is convenient and appropriate to the colleagues one is working with. 3. Anonymity. Anonymity and openness were found to be useful. Open approaches offer more detailed information for the development of expertise and workforce effectiveness. Further, Garbett et al. (2007) add that the characteristic useful to ensure quality on 360-degree feedbacks is self-assessment based on critical reflection using an evidence-based framework of field expertise (Garbett, 2007). This method will prevent employees from mistakenly giving feedback to coworkers, and it should be based on observation of practice and experience in the past. The implementation of 360-degree feedback has been widely used across the globe since its benefits to the every sector of management. Metcalfe (1998) and Swain et al (2004) says, â€Å"The concept of 360-degree feedback has been extensively used, examined, and adapted in business and increasingly in healthcare as a developmental tool† (As cited in Garbett et al. , 2007, p. 343). Ten steps to conducting 360-degree feedback Chris Pearce (2007) suggests there are ten steps to help companies conduct 360-degree appraisal: ? Preparing for appraisal interviews. This step includes agreed performance objectives and reviews that have been applied at any given times. ?Planning appraisals Imperative interviews held by the management have to be relaxed and solemn will be covered on this step. ?Conducting appraisals The third step involves placing situation of the prolific substitutes thoughts, demonstrating the ability of comfort and prevention due to interruptions during the interview, and pioneering the basic regulation for appraisals and the concerns by appraisees. Reviewing achievements Next, this step explains about assessing appraisees’ accomplishment and detecting where the appraisees’ position. ?Sharing views on progress Offering responses on appraisees’ accomplishment, ensuring appraisees’ aggrement on the responses, and creating the improvement if needed are covered on this st ep. ?Considering ratings This step is concerned with contributing the appraisees’ beliefs by rating the conclusions before the last result comes up. ?Plans for improvement Expanding and accentuating the further progression of the failings must be applied in the conformity and conversation should be involved in this step. ?Dealing with development plans This step deals with sincerity and factuality that must be concerned with the appraisees’ objectives and profession ambition. ?Agreeing new objectives With regards to SMART which stands for specific, measurable, appropriate, realistic, and timed, appraisses’ goals and time spent should be involved in this step. Asking for feedback In the last step, questioning about appraisees’ responses to them, abridging the essential points of evaluation, and ending with conclusion should be applied for the last action. Discussion Every country has been fascinated with Japanese industry for decades and it became recognized as the world’s most competitive nation in the 1970s and 1980s. Nowadays, many small and big companies all over the world attempt to apply the Japanese system to their sys tem in every aspect of management. Several experts explain why Japan can compete well to attract its target market albeit the rivalry among the competing sellers is high in the country. It is simply a distinctive approach to Japanese management has brought remarkable impact in today’s practices such as total quality and continuous improvement (Porter, Takeuchi, & Sakakibara, 2000). With regards to improvement initiatives, Pryor, White, and Toombs (1998) point out that performance appraisal is one of the strategic quality management tools which use continuous improvement as a strategic weapon (http://www. 12manage. com). In addition, Bracken and Timmreck (1999) also agree that performance evaluations are essential for developing managerial behaviors in every level that provide data in its strategic efforts when they say, â€Å"As results of 360-degree feedback are used in conjunction with HR systems, such as staffing, succession planning, compensation, performance management and even, in some cases, downsizing† (As cited in Treena L. Gillespie, 2005, p. 363). In establishing 360-degree feedback, I contemplate there is another aspect affects people’s judgment relating to leaving feedbacks to coworkers. Coaching is one of the critical components of stimulating interpersonal relationship in conjunction with feedback results. Wright states, â€Å"The coaching component in management is a two way street. There needs to be open communication in order for successful coaching to take place† (Robert F. Wright, 2000). As such, I would like to emphasize that two-way interaction between subordinates and superiors is required in order to affect feedbacks and indeed, better feedbacks will generate better relationship. This component could cover poor communication problem which can lead to unpleasant feedbacks to employees within an organization. Nowadays, big companies such as British Airways, AT&T, Alberto Culver North America, and General Electric are increasingly using 360-degree feedback (Huet-Cox, Nielsen, & Sundstrom, 1999). According to Evans (2001), using 360-degree feedback can potentially provide a fuller, more realistic picture of the employee’s overall performance since every employee receives performance feedback from four sources: the supervisors, subordinates, peers and coworkers, and self-ratings (Evans, 2001). Effective appraisals usually lead to better performances from appraisees, and feedabcks should be jointly solving problems as long appraisees always focus on the future not the past. Several characteristics of 360-degree feedback at firms may have considerable advantages of implementing TQM, and â€Å"One survey showed that more than 20 percent of firms are tying 360-degree appraisal directly to their Total Quality Management efforts† (Laabs, 1994, p. 17). Applying the 360-degree feedback compliments the implementation of TQM in businesses since it has faster communication line (superiors to subordinates) and uncomplicated system that meets customer needs and expectations. Glover (1993) argues that there is a five-stage implementation framework that could be applied in enterprises: awareness, education, structural change, necessary activities, and outcomes or expected improvements (as cited in Yusof & Aspinwall, 2000, p. 281). Appropriate design of the 360-degree feedback will absolutely provide a strong basis for the path to successful TQM implementation. A systematic procedure such as ISO 9000 is the first-most effective way that can solve the quality problems in many businesses. Take for instance, the 360-degree feedback is used to measure the effectiveness of Just In Time (JIT) inventory system in plant department within company. Consequently, an integrated JIT inventory model generated through 360-degree system can minimize the sum of the ordering/ setup cost, holding cost, quality improvement, and crashing costs (Yang & Pan, 2004). Once those procedures have been established, the next step is to plan for improvement. If the need for change is highly needed, some methods suggested by Asher (1992) could encourage the renovation process of the implementation: investigating cost of quality, conducting customer perception surveys, collecting data on employees’ perceptions, and establishing system and procedure (as cited in Yusof & Aspinwall, 2000, p. 289). This type of approach in context of management will escalate the job performance as it will result in improved productivity in workers. I agree with Wright’s (2000) standpoint saying that 360-degree feedback can be seen as result-oriented concerned with focusing on the goals rather than the process (Robert F. Wright, 2000). More importantly, such a evaluation should lead the employees to work together attaining the company’s goals, as Wright (2000) says, â€Å"It is critical for a good manager to be more concerned with the results and less with the process of how those are achieved† (Robert F. Wright, 2000, p. 363). As long as the process is performed well, managers should be more concerned about the results not necessarily the technique. With regards to labors’ skills, through evaluations management should encourage its workers give feedback about what needs to change and where to change, as Loup and Koller says,† Listening and speaking from the heart about what people think, feel, and believe about the change will keep the change process moving forward† (Loup & Koller, 2005, p. 77). As we can conclude, utilizing well-scheduled 360-degree feedbacks as a performance appraisal is the management’s responsibilities for introducing, applying, and maintaining the practice punctually once it has started. Some companies consider a 360-degree feedback and other appraisals are attributable to adverse quality, and ironically the process in implementing those techniques seem to be time-consuming and convey some negative perceptions to the management. Management should contemplate that the company’s goals will not be successfully attained if employees do not notice whether or not they are performing well on their job as Senge (1990) concludes that yet the primary threats to our survival today come not from events but from slow gradual processes to which we are 90 percent blind (Peter M. Senge, 1990). In conclusion, all the suggestions by experts above regarding quality improvements mostly explain the importance of the 360-degree feedback within companies. Therefore, 360-degree assessment can assist the management on track and measure employee’s performance and leadership which could contribute to overall organization performance (Marcie Levine, 2003). Finally, if the 360-degree appraisal is not applied soon, I believe companies will experience a problem which can be looming ahead for the company itself in the years to come. References Angelucci, Patricia. 2000). Cultural diversity: health belief systems. Nursing Management Journal, 7-8. Brutus, Stephane et al. (2006). Internationalization of multi-source feedback systems: a six-country exploratory analysis of 360- degree feedback. International Journal of Human Resource Management, 1888-1906. Evans, A. (2001). From every angle. Training, 38 (9), 22. Garbett, Robert. (2007). Developing a qualitative approach t o 360-degree feedback to aid understanding and development of clinical expertise. Journal of Nursing Management, 342-347. Gillespie, Treena L. (2005). Internationalizing 360-degree feedback: are subordinate ratings comparable? Journal of Business and Psychology, 361-382. hands of people to effect change. Organizational Development Journal, 23(3), 73-81. Huet-Cox, G. D. , Nielsen T. M. , & Sundstrom, E. (1999, May). Get the most from 360-degree feedback: put it on the internet. HR Magazine, 92-103. Laabs, J. J. (1994). TQM Efforts to Rewards. Personnel Journal, 17. Law, David R. (2007). Appraising performance appraisals: a critical look at an external control management technique. International Journal of Reality Therapy, 35-47. Levine, Marcie. (2003). 3600 assessments-where do I start? Survey Connect Inc, 1-4. Loup, R. , & Koller, R. (2005). The road to commitment: Capturing the head, hearts and Pearce, Chris. (2007). Ten steps to conducting appraisals. Nursing Management Journal, 21. Porter, Michael E. , Takeuchi, Hirotaka & Sakakibara, Mariko. (2000). Can Japan compete? Cambridge: Perseus Publishing. Pryor, Mildred G. , White, J. Chris & Toombs, Leslie A. (1998). Strategic Quality Management. Thomson Learning. Senge, Peter M. (1990). The fifth discipline: The art & practice of the learning organization (1st ed. . New York: Doubleday. Wright, Robert F. (2000). Strategies for avoiding the micro management trap. Journal of Management Decision, 362-364. Yang, Jin-Shan, & Pan, Jason Chao-Hsien. (2004). Just-in-time purchasing: an integrated inventory model involving deterministic variable lead time and quality improvement investment. International Journal of Production Research, 853-863. Yusof, Sha’ri M ohd & Aspinwall, Elaine. (2000). Total quality management implementation frameworks: comparison and review. Journal of Total Quality Management, 281-294. www. 12manage. com www. performanceprograms. com

journalism essays

journalism essays Since 1968 America has been better enlightened than previously concerning current events and happenings around the world. A considerable factor for this occurrence is the television program 60 Minutes which debuted on the air in September of 1968. Many other television newsmagazines have been produced since its creation, however none have possessed the longevity nor the influence of 60 Minutes. In fact, 60 Minutes, which is owned by CBS News, was the first regular network news program to cover actual stories as opposed to topics. Today, similar newsmagazines can be seen every night of the week on various stations, all of which were sparked by the inception of 60 Minutes. All of the tabloid television programs being shown today are also a result of 60 Minutes and its bold, gutsy, "gotcha" style of television journalism. 60 Minutes changed the way that the American public receives its television news, stemming forth a whole new format of television broadcast journalism. 60 Minutes has a vast history of stories covered, yet the format has remained unchanged. Don Hewett, creator and producer of 60 Minutes, has been the subject of much criticism for his stubbornness. Since its origin, 60 Minutes has continued to adhere to the same formula that made it such a success. The hidden-camera interviews, the surprising of unsuspecting alleged crooks with a bombardment of questions, the longevity of the featured reporters, all of these are what made 60 Minutes a successfinishing in the top 10 Nielson ratings for 17 consecutive seasons and counting. Other than the fact that it changed from black- and-white to color with the new technology, the appearance of 60 Minutes has remained consistent. There is no reason to change a thing about such a prosperous show according to Hewitt. Not only has the format remained constant but the reporters have as well. ...